FAMILY BUSINESS MAGAZINE March-April 1991 A House Divided The hugely successful trailer rental business founded by L.S. Shoen in 1945 now seems to illustrate all that can go wrong with a second- generation family business. What lessons can other family companies extract from the U- Haul imbroglio, which has divided Shoen and his 12 children into two warring camps? BY HOWARD MUSON lgassoc.com/insights A House Divided The hugely successful trailer rental business founded by L.S. Shoen in 1945 now seems to illustrate all that can go wrong with a second-generation family business. What lessons can other family companies extract from the U- Haul imbroglio, which has divided Shoen and his 12 chil- dren into two warring camps? BY HOWARD MUSON LAST AUGUST, Eva Berg Shoen, 44, was shot to a series of lawsuits and counter suits, stormy death in the resort town of Telluride, Colorado, board meetings, and even occasional fisticuffs. where she lived with her husband, Sam, and The Shoens are hardly the typical American their two children. The killer entered the family. They are clearly a rough, mercurial breed Shoens' home during the night, evaded the whose rivalries and hatreds run deep. L.S. had 12 family's six dogs, and, apparently using a si- children—his first wife died relatively young, and lencer, shot his victim in the back. Local au- he married three times thereafter—and they thorities in Telluride said the murder could grew up in bunches, with different mothers. Early have been the work of a professional hit man. on, they formed the alliances that would later di- The murder made headlines well beyond the vide the family into two warring camps. confines of Telluride. For Sam Shoen, 46, who L.S. laid the seeds of his later problems by dol- was in Phoenix, Arizona, at the time of the mur- ing out generous amounts of stock in the com- der, is the oldest son of the founder of U-Haul pany to each of his children. He ended up giving Co., the nationwide, multimillion-dollar truck them no less than 94 percent of the company, a and trailer rental company based in Phoenix. move that he would later regret. Referring to the The immediate suspicion was that the death giveaway in a 1988 letter, he wrote: “My igno- was somehow related to a long-running, bitter rance has resulted in much evil.” feud in the family that has pitted Sam and his Yet, like other business owners, L.S. Shoen 75-year-old father, L.S. Shoen, against another had dreamed that his company would be family faction led by two of Sam's brothers, E.J. passed on in the family and endure for genera- (Joe) Shoen, 42, and Mark Shoen, 40. Whether tions. In some ways the Shoen feud dramatizes it was or not, the fact that some people believe the perils of building a successful business and it could have been attests to the extremes to failing to provide for the future. The divisions which this family quarrel has gone. The inves- in the House of Shoen are similar to those faced tigating sheriff will say only that all possible by many families with lots of kids who clash in angles in the murder are being pursued. the business—it’s large and with an abnormal In 1986, Joe and Mark succeeded in lining up undercurrent of violence. enough shareholder support to oust their father The charges and counter-charges in hundreds and take control of the privately held company of pages of affidavits are difficult to sort out. But he founded in 1945. Sam quit as president and the bare facts of this tragic history, as pieced to- CEO of Amerco, the parent company of U-Haul, gether from various newspaper and magazine in 1987, but he and his father continued to bat- accounts, can perhaps shed some light on where tle against Joe and Mark's efforts to consolidate this dream turned into a nightmare, and how their control. The feud had lately escalated into others can avoid the same traps. lgassoc.com/insights Page 1 of 6 A HOUSE DIVIDED The story starts like a familiar fairy tale. A Navy threw $1,000 in small bills out of an office win- officer at the end of World War II has a great dow to make a point about corporate waste. idea for starting a business: Rent trailers to Shoen wanted each of his kids to have a people moving to distant cities and let them stake in the company; gifting stock to them, of drop off the equipment at their destination. course, also had tax advantages during the time Known to many as Sam the Trailer Man and when the company was growing. In 1952, he “Slick” the short, round-faced, fast-talking Shoen had established guardianships for the five old- was on the road for weeks at a time, meeting est and given each about 10 percent of the dealers, servicing his equipment, often sleeping in company's stock; at the stock's peak value, his car. At home in Portland, his wife, Anna Mary, each child's holdings was worth about $70 mil- took care of the books and signed U-Haul checks. lion. Later Shoen children received lesser gifts L.S. was on the road for such long stretches that of stock, including a son named Scott born in he did not attend the births of his first three chil- 1975 to a woman he visited on business trips dren, Sam, Mike, and Joe. Three more children fol- and married for one day to legitimize the boy. lowed: Mark, Mary Anna, and Paul. L.S. also distributed some stock to about 400 By the mid-fifties, the company had taken off. employees. He was left with only 2 percent. L.S.'s network of dealers spread from Los Ange- When his sons were older, L.S. was aware of les to New York, and U-Haul was renting some their rivalries. He hoped to teach them some- 250,000 vehicles a year. In the mid-fifties, L.S. thing about working by turning over to them started spending more time at home, while the management of a Phoenix amusement park earning a law degree at night. Then, in 1957, his called Legend City that he had bought in 1968. wife, who had a congenital heart defect, died of a While Joe and Mark got experience working to- heart attack at the age of 35. gether at Legend City, Sam and Mike were in L.S. did not know how to care for his large, college and not much interested in the park. growing brood. About a year later, he married a L.S. knew that one of his sons would eventu- neighbor's 23-year-old daughter, Suzanne ally run the company. The soft-spoken and ar- Gilbaugh, who was put in charge of the house- ticulate Sam wanted to be a doctor, the second hold. Sam and Mike were packed off to board- son, Mike, a lawyer. "That left Joe, who wanted ing school. But Suzanne had trouble coping the job and expected to get it," writes Tayman. with Joe, who was 9 years old, and Mark, then “L.S. secretly hoped that once Sam got his med- 7. When L.S. resumed his heavy travel sched- ical degree he could be lured to Amerco, but ule, the boys and their stepmother carried on a L.S. never discussed this plan. Worse, he never war of wills. Upon his return from trips, L.S. discussed it with Joe.” Sam did come to U-Haul, would get lists of his sons' grievances against after getting his medical degree and an MBA their stepmother. Meanwhile, as L.S. recalled, from Harvard, where he graduated near the top “the kids kept coming”—a boy and four girls— of his class. He arrived in 1973, the same year and in 1967 he moved the family to a Frank as Joe, who had gone to Dartmouth and then Lloyd Wright house outside Phoenix. also earned a Harvard MBA. Sam was soon While L.S. tried to keep the peace at home, he named head of East Coast field operations. was building his organization. The blue collar Many in the company expected him to succeed workers who had helped him start the company his father as Amerco's chairman; Joe became became top executives in U-Haul, as did some head of U-Haul International. gas station attendants in his dealer network. The year that Sam and Joe joined U-Haul was According to an article in M. Inc. magazine by a turning point for the business After the first John Tayman, the founder was already displaying oil shock in 1973, many full-service stations in some of the eccentricities that later led one group L.S.'s dealer network had to shut down, and U- of his children to question his competence. At Haul was forced to invest heavily in building its staff meetings, he quoted Napoleon and the own freestanding rental centers. works of Kahlil Gibran, and he passed out copies L.S. rose to the challenge of an earnings decline of letters by Abraham Lincoln. Years later, he with a grand diversification plan. He turned his lgassoc.com/insights Page 2 of 6 A HOUSE DIVIDED dealerships into “garden centers” for which he fleet. When the company's earnings sank from bought a bizarre assortment of equipment— $41.6 million in fiscal 1984 to $10 million in furnishings from the Far East, jet skis, lawn mow- fiscal 1985, family members were alarmed.